Freelancerprofil: 26122
Projektmanager Berater
- IT-Erfahrung seit:
- 1986
- Position:
- Business Analyst
IT Beratung / Consulting
Projektleitung / Organisation / Koordination
- Management Summary:
- I am in Business since 1986 in various sectors and in the area where IT and Business meet.
I am enterprising, a networker, creative and always looking for cooperation (team builder). Through collaboration gives you the best man and the best results you achieve with each other. I let myself be guided by the opportunities that arise and I play accordingly.
I am active in the field of implementation management, management of information and business analysis. The linking factor between these areas is the people and the process. Therein I have several roles such as information manager, project manager and business consultant / information analyst. Project work suits me and I hold the overview and take into account the interests of all parties, but keep always the goal in mind. I am strong in planning and monitoring progress.
I believe that people and processes are key success factors for improving the functioning of an organization.
I am enthusiastic to work with organizations (i.e. the people) to achieve its objective. This may be an implementation of an organizational change (a new way of working) or implement an (adapted) information system in all its aspects (the connection between IT and business processes). My motto, 'the art of Implementing' is a conscious choice, I have found that routine in this field does not exist; it is all about people. Implementing is an art.
| Projekte im Werdegang |
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| 07/2013 - 10/2013 | Implementation Consultant Focus Implementation Management; (organization and information system) Main task Implementing the organizational changes resulting in the conversion of the pension funds transferred to another retirement system. The administration is conducted in a SAP environment. The attention focuses on communication with employers, administrations, the organizational context, one time administrative activities after conversion, changes to existing procedures and instructions. My contribution: The technical implementation / conversion has received all the attention while the organizational embedding of the transfer of administration to the central administration remained. I have made sure that the unrecognized organizational consequences at that time (procedures / rules and guidelines) are identified and implemented. For this I wanted organizational contact with stakeholders (business and ICT) to get a good picture. The pressure of time was high, because the conversion and implementation date was fixed, and delay was no option. The challenge was to involve the business in a natural way and to appeal to their responsibility. To implement a change process and making the organizational successfully is not possible without involvement. I have managed to achieve a good result. Result ⋅ Approved planning ⋅ Administration transferred from another department ⋅ Correctly performed conversion with closing checks ⋅ Appropriate procedures and instructions |
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| 07/2012 - 04/2013 | Project Manager Focus Implementation Management; (organization and information system) Main task Developing and implementing a CRM application, controlling functional management (internal) and an offshore partner (Levi9). Responsible for creating and implementing a corporate release planning. My contribution: I have ensured that the development of a CRM application for the insurance market is finalized and implemented. The CRM application was developed in a partnership with Avero Achmea, Risk (service provider for insurance agents) and inFinanz. The development and the technical application of the system took place in Romania (Levi9). The functional management was the responsibility of inFinanz. I have managed both parties. I have always taken an independent position in this partnership By maintaining direct communication lines, I gained the confidence of all parties. Time pressure and the commercial pressure to deliver on time was high. In these situations it is important to keep the peace and to keep the overview. I have been able to do that. Advance the coordinated planning is precisely this attitude The support and commitment has contributed to the motivation of the team. Successful completions were achieved. Result ⋅ Developed, tested and implemented CRM system ⋅ Release Planning (scope 6 to 12 months) ⋅ Issue management established in cooperation with Levi9 (near shore partner) |
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| 01/2011 - 02/2012 | Business Consultant - Information Manager Focus Implementation Management; (organization and information system) Main task On behalf of the Department Information Management I have mainly supported the Business Sector Customer & Market among other sectors. My contribution: I gave content to translate the business needs into concrete project initiatives for the Customer and Market sector. Each sector had its own goals regarding the development and implementation of projects. There was insufficient cohesion. My colleagues and I made sure that there was more consistency. This meant that the sectors gradually the influence of the projects to plan or perform, filled in in some other way. The management became in the driver seat position and gained more control over the cost of information. Result ⋅ Standard description of business initiatives, ⋅ Management of change process of the business, ⋅ Single point of contact for the business. Focus Managing processes and information Main task Creating an information plan for PWN. Furthermore, as an information manager responsible for managing the business demand, translating business needs into projects and identifying opportunities for the sector and Market Customer, the departments of Economic Affairs. My contribution: Together with my colleague information manager, I made a PWN wide information plan based on the Target Efforts Network (TEN). I made sure that the business demand for PWN is translated to a proper need for information. In the context of the implementation of a project portfolio, I made a decision model for prioritizing projects. It is a simple model based on soft criteria, but for future use it is possible to adjust the model and use measureable values. At the same time I worked on a procedural approach in which the roles of business (demand) and ICT (supply) are clearly distinguished and everyone knew his responsibility. Result ⋅ Rules and guidelines for defining business initiatives, ⋅ Receipted weighting methodology, Prioritization ⋅ Insight & overview of all initiatives, objectives and requested budget ⋅ Standard reporting to management, ⋅ Grip on the cost of information |
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| Ausbildung & Zertifikate |
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| 07/1978 - 07/1982 | Höhere Technische Schule Betriebstechnik / Wirtschaft |
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| deutsch | (+++) | ||||||||||||||||||||||||||||||||||||||||||
| englisch | (+++) | ||||||||||||||||||||||||||||||||||||||||||
| Niederländisch | (++++) | ||||||||||||||||||||||||||||||||||||||||||
| Sonstiges |
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Kontakt
people4project GmbH
Lörenskogstr. 3
85748 Garching bei München
Lörenskogstr. 3
85748 Garching bei München
+49 (89) 55 29 39 - 40
